SAE R-437-2016 Project Management for Automotive Engineers A Field Guide (To Purchase Call 1-800-854-7179 USA Canada or 303-397-7956 Worldwide).pdf

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1、Project Management for Automotive Engineers: A Field Guide For more information or to order a book, contact SAE International at 400 Commonwealth Drive, Warrendale, PA 15096, USA; phone 1+877-606-7323 (U.S. and Canada only) or 1+724.776.4970 (outside U.S. and Canada); fax 1+724.776.0790; email Custo

2、merServicesae.org website books.sae.orgWarrendale, Pennsylvania, USA Project Management for Automotive Engineers: A Field Guide By Jon M. Quigley and Roopa J. Shenoy Copyright 2016 SAE International eISBN: 978-0-7680-8315-6400 Commonwealth Drive Warrendale, PA 15096-0001 USA E-mail: CustomerServices

3、ae.org Phone: +1.877.606.7323 (inside USA and Canada) +1.724.776.4970 (outside USA) Fax: +1.724.776.0790 Copyright 2016 SAE International. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, distributed, or transmitted, in any form or by any means withou

4、t the prior written permission of SAE International. For permission and licensing requests, contact SAE Permissions, 400 Commonwealth Drive, Warrendale, PA 15096-0001 USA; email: copyrightsae.org; phone: 1+724.772.4028; fax: 1+724.772.9765. SAE order number: R-437 DOI: 10.4271/R-437 LOC: 2016935548

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6、ible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SAE International and its authors are supplying information, but are not attempting to render engineer- ing or other professional services. If such services are requi

7、red, the assistance of an appropriate professional should be sought. Print ISBN: 978-0-7680-8077-3 To purchase bulk quantities, please contact SAE Customer Service: Email: CustomerServicesae.org Phone: +1.877.606.7323 (inside USA and Canada) or +1.724.776.4970 (outside USA) Fax: +1.724.776.0790 Visi

8、t the SAE International Bookstore at books.sae.orgPreface . 1 Chapter 1: Overview of Managing Automotive Projects 3 1.1 What is at Stake? 3 1.2 Overview of Project Management Areas 4 1.3 Organizational Influences .14 1.4 Communication .20 1.5 Contract Types 22 Chapter 2: Business Case and Product De

9、velopment Models 25 2.1 Business Justification .25 2.2 Project Life Cycle 29 2.3 Models of Development 33 2.4 Mix the Two: Business Case and Phases .35 Chapter 3: Vehicle Subsystem and Concept Generation . 37 3.1 Vehicle Concept Development and Selection 37 3.2 Requirements, Specifications, and Draw

10、ings.40 3.3 Requirements and Change Management 43 3.4 Requirements Traceability Plan .46 3.5 Configuration Management Plan 47 3.6 Technical Reviews 48 3.7 OEM and Top-Tier Supplier Selection.49 Chapter 4: Product Development 59 4.1 Project Schedule: Time Plan 59 4.2 Prototype Delivery and Risk .64 4

11、.3 Virtual Testing and Prototype in Product Development 66 4.4 Resources Allocation70 4.5 Key Product Characteristics .75 Chapter 5: Process Development . 79 5.1 Process Overview .79 5.2 Tier 1 Production Line and Prototypes .83 5.3 OEM Product Handling 84 5.4 Manufacturing Specific Deliverables 86

12、Table of Contents Chapter 6: Product Life Cycle and Testing . 95 6.1 Fundamentals .95 6.2 Testing Process 97 6.3 Agile Practices Applied to Conventional Projects .100 6.4 Communication during the Test Phases .101 6.5 Verification vs. Validation Process .104 6.6 Product Validation 105 6.7 Product Ver

13、ification and Features .106 6.8 Process Verification 107 6.9 Verification through Simulation .108 6.10 Continuous Conformance Testing .108 6.11 Different Test Modes 109 Chapter 7: Design to Ramp Up Production 111 7.1 Why is it Critical? . 111 7.2 Activities Needed from Design Board to Production Flo

14、or .114 7.3 Critical Activities to Support Ramp Up 117 7.4 Transition from Project to Operations .120 7.5 Transition from Prototype to Production .125 7.6 Supply Chain Decisions 126 7.7 Environmental Impact .127 Chapter 8: Early Production 129 8.1 Tier 1 and Vehicle Operations 129 8.2 Export Vehicle

15、s 132 8.3 Prediction of Product Production Quality (OEM and Tier 1) 133 8.4 Impact of Customization .134 8.5 Statistical Process Control for Tier 1 and OEM 135 8.6 OEM Sampling Strategies (Inspections) .135 8.7 Missing Hardware Strategy 136 8.8 Labels, Certifications, and Manuals 136 8.9 Post-Vehicl

16、e Launch Activities .137 8.10 Vehicle and Part Field Failure Recovery .137 8.11 Transition from Project to Customer Service Group .138 Chapter 9: Project Closure and Something More . 141 9.1 End of the Game .141 9.2 Lessons Learned .142 9.3 Knowledge Management 145 9.4 Something More .147Chapter 10:

17、 Closing Remarks.155 10.1 Prioritize and Plan .155 10.2 Use Fact-Based Metrics .156 10.3 Review of Chapters 157 Index .161About the Authors .171Preface Numerous books on project management have been written. Many are theoretical in nature, and a few cater to the IT industry, but we feel little has b

18、een written to capture the challenges faced in executing a project in the automotive industry. Another drawback of the current literature is the overemphasis on tools and terminologies (e.g., agile, six sigma, PMP project management professional, and lean) rather than focusing on the essential skill

19、s needed to successfully execute the project. In this book, we look at the field of project management as a risk-based decision-making activity, driven by continuous learning and adapting to the changing scenarios, not merely following a set of steps. As project managers, we frequently are faced wit

20、h changing requirements, different work scenarios, and difficult decisions. We narrate a story that summarizes the crux of the dynamic nature of project management. The story is titled “A List,” and it is part of the “Frog and Toad” series written by Arnold Lobel in 1972. It is about a toad and a fr

21、og, who are friends. One day, the toad creates a list of things to do, so he can execute the task at hand in a timely and orderly fashion, which we would refer to as a project plan. The toad begins to execute the tasks on his list, and everything stays on track. Per toads activity list, he meets up

22、with his friend, frog, and goes for a walk. While on the walk, a strong wind blows the list from his hand, and the toad refuses to chase the list, as that activity was not part of his list! He fails to react to a situation he had not planned. Nobody can plan for everything, certainly not the wind bl

23、owing away the very list that was meant to help get everything done. The essence of what we should learn from this fable is that as project managers (PMs) we excel in creating elaborate time plans, with activities that meet the project milestones, hoping the plan would get us successfully to the end

24、, until a strong wind blows our plan away, and we refuse to adapt, and attribute the failures to scope creep. When the risk becomes a reality, the project manager often struggles to adapt and react in a timely manner, like the toad, to control the situation. In many cases, this results in failed pro

25、jects or projects that do not meet project timelines, and produces wasted effort. We endeavor through this book to better prepare our fellow project managers to anticipate changesto react swiftly and be watchful for triggers for project risks. We provide practical examples, based on our cumulative e

26、xperience managing projects of various degrees of complexity in the automotive industry. Taking a pedagogical approach, we have included “Box Moments” in the text, which illustrate practical examples or key points to be aware of while working on projects. For a practicing or an aspiring project mana

27、ger, these hints will be helpful. 1 2 Project Management for Automotive Engineers: A Field Guide serves as a reference for a practicing project manager, explaining critical concepts with examples based on the authors experience in the automotive field, featuring engineering complexity and leadership

28、 challenges. The book is divided into ten chapters, with a brief introduction to project management in the first chapter and a summary at the end. As project management in the automotive industry is intrinsically linked to the product development process, the subsequent chapters focus on the project

29、 management aspects that are significant during the different stages of a product development cycle. We readily recognize that the automotive industry also includes projects such as cost improvement and manufacturing updates that are not focused on new product development (NPD). However, this book f

30、ocuses on the product development application. Other chapters emphasize business case evaluation, product development cycle, process development cycle, test phases, and production ramp up at the plant and at the Tier 1 supplier. We also focus on the various challenges of a matrix organization. Last,

31、 we discuss the principles of value projects, and how to revive failing projects. How to get the best from this book Unlike other project management books, you can hop from one chapter to another without losing synchronization to the whole theme. As a reader, if you would like to learn and focus on

32、original equipment manufacturer (OEM) testing, you can start with chapter 6. The chapter is broken down into the fundamentals of the testing process, what the project gains from testing, when it is important, and what critical measurements are needed to make it successful. The books focus is on vari

33、ous project management topics and challenges including organizational structure and global footprint, resource management, product development, and process management. Critical aspects of product development and ramp-up plans are unique to the automotive world. We place special emphasis on addressin

34、g design and process documentation required to accomplish a good production start. We sincerely hope you enjoy the book and find the examples useful in making critical decisions at your work. Most of the concepts in the book are not new but are presented from the unique perspective of the automotive

35、 industry. Jon M. Quigley and Roopa J. Shenoy Preface cont. 3 Chapter 1 Overview of Managing Automotive Projects “You have to learn the rules of the game. And then you have to play better than anyone else.” Albert Einstein 1.1 What is at Stake? Around the world, approximately 806 million cars and li

36、ght trucks were on the road in 2007 , with 86 million vehicles sold in 2013 alone 1-1. The automotive industry including its supplier base, automotive services, and the oil industry combined are a source of employment for millions and significant contributors to the global economy. The numbers demon

37、strate that the stakes are high in the automotive industry. A successful product can enhance the companys reputation. Take, for example, what Corolla did for its maker, Toyota. Through several redesigns in the last 40 years, Corolla has become one of the bestselling nameplates in the world 1-2. Simi

38、larly, if the new product has poor quality issues, a high cost is associated with fixing it. This cost will include administration of recalls as well as the damage that is done to the companys reputation and its growth potential. According to the survey conducted by the Standish Group International

39、1-3, in the year 2008, only 32% of the projects succeeded by delivering the expected outcomes on time, with the intended quality and features, and on budget. This statistic should not be surprising to project managers around the world, and it emphasizes the need for project management skills to hand

40、le mega-scale projects. In the global economy, automotive projects involve across-the-board resources and the convergence of many disciplines, challenging sourcing strategy and logistics, and necessitating compliance with legal requirements related to safety and pollution. The organization may have

41、multi-site product development, manufacturing, and assembly processes, which adds complexity into project management. Automotive industry projects require high investments in terms of R this allows for a controlled maturity of the product and process (refer to chapters 4 and 5). The project manager

42、is expected to deliver the project by following the product development (PD) process, an essential part of product success in this industry. 1.2 Overview of Project Management Areas In the next four sections, we discuss the key elements of project management: project scope, cost management, time and

43、 schedule, and risk management. In the later part of the chapter, we cover organizational influence, communication, and contract types in greater detail. 1.2.1 Project Scope Project scope outlines the goals and constraints of the project based on the market, customer, or business requirements. This

44、is the core of the project, including the projects sponsors, and dictates all the actions and activities required to deliver the objectives of the organization. In some cases, the scope of the project is governed by legal and/or safety requirements. The scope statement is used to develop the project

45、 profile, which is employed to define the projects delivery prioritization, and the impact matrix applied to assess risks and resource planning. Using the impact matrix, it is easy to prioritize the delivery based on cost and risk. As shown in Figure 1.1, if the customer really cares for Item #1 and

46、 Item #4, the matrix clearly shows that the investment is identical for both, but the risk differs. The project manager (PM) can then put the risk mitigation plan for the project delivery in the early phases of the project. Co st Item #1 Item #2 Item #3 Item #4 Item #5 1M X L o w R is k 10M X L o w

47、R is k X H ig h R is k 30M X M edium Risk 50M 100M X H ig h R is k F ig 1 .1 Example of the Impact Matrix Fi g. 1. 2: Devel opi ng the project profi l e. Figure 1.1 Example of the impact matrix. If the scope of the project heavily impacts manufacturing, manufacturing risks related to product and pro

48、cess changes should be assessed along with the resource capability to execute the changes. In Figure 1.2, the early-pass requirements are recorded to help establish the impact to different departments and drive the project profile. 4 Chapter 1Co st I tem #1 I tem #2 Item #3 Item #4 Item #5 1M X L o

49、w R is k 10M X L o w R is k X H ig h R is k 30M X M edium Risk 50M 100M X H ig h R is k F ig 1 .1 Example of the Impact Matrix Fi g. 1. 2: Devel opi ng the project profi l e. Figure 1.2 Developing the project profile. The project profile is used throughout the project life cycle to prioritize the activities for the project team, and to help focus on key deliveries associated with the project and product objectives. Through a clear definition of the scope, the team determines the risk exposure in the context of the project. For example, an incremental adaptation of the